TALENT RECRUITMENT AND SELECTION - A CASE STUDY AT DANANG HI-TECH PARK MANAGEMENT BOARD, VIETNAM

TALENT RECRUITMENT AND SELECTION - A CASE STUDY AT DANANG HI-TECH PARK MANAGEMENT BOARD, VIETNAM

August, 2012

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11752326 - Bui Van Doanh

11752326 - Bui Van Doanh

AT DANANG HI-TECH PARK MANAGEMENT BOARD, VIETNAM

1.1 Research Background:

- There is no uniformly accepted definition of a Hi-tech Park, and there are several similar terms which are used to describe similar developments, such as “Research

Park”, “Science Park”, “Business Park”, “Innovation Centre”, etc.

- These parks differ from typical hi-technology business districts in that science parks and the similar ones are more organized, planned, and managed Their differences go from has been concerned science centres to will be concerned science and technology

- Besides building area, these parks offer a number of sharing resources, such as

uninterruptible power supply, telecommunications hubs, receptionist and security, management offices, restaurants, bank offices, convention center, parking, internal transportation, entertainment and sports facilities, etc

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- A "research park" implies the following:

• A high quality, low density physical environment in a park-looking setting;

• Interaction between academics, researchers and commercial organizations and entrepreneurs;

• An environment for research and product development, with conventional production and office activities excluded

- A "science park" can be defined as a property-based initiative which:

• Has formal operational links with one or more universities, research centers, or other institutions

- A "technology park" can be defined broadly as a collection of high technology industrial

companies concerned with both research and manufacturing, located in attractive, well-landscaped surroundings, and situated within a reasonable catchment area of a scientific university or a major research institute (Australian Department of Industry, Technology & Commerce, 1989b, p.17).

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- The world's first science park started in the early 1950's is Stanford Industrial Park, in the Silicon Valley of northern California

- The establishment of science parks in USA drew considerable attention in

Europe and other parts of the world.

- In 1960, there were only 6 science park projects in the world (5 in USA and 1

in the former Soviet Union) During the next decade, both Sweden and the UK established their first parks By the 1970s, science parks had been established in Belgium, Japan, Korea, Taiwan and a number of other countries, amounting to some 50 projects in 13 countries

- From the 1980s, the whole world witnessed the explosion in the establishment

of science parks By 1990s, there were over 1000 parks around the world It was found that the distribution of science parks among the top ten leading countries

in 1992 was: The USA-393 cases, Germany-106, Japan-104, China-52, the

UK-50, France-35, Australia-33, Canada-31, Sweden-15, and Russia-14.

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- In Asia, the first hi-tech park was built in Japan in the 1970s

with the name "Science City" Tsukuba Other hi-tech parks were

established following Tsukuba, including Hsinchu (Taiwan),

Selangoge and Bangalore (India)…

- To now, there are 300 hi-tech parks in Asia and 800 in the world.

- Each Hi-tech park’s establishment leads to the formation of the

management agencies: the council, the management board or a

company

- These agencies have the main functions: building Hi-tech park

infrastructure, land leasing, construction management, environmental protection in the Hi-tech park, or issued the preferential and support investment policies.

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Hi-tech park's benefits:

- Technology transfer from the university to the industrial partners.

- Increase of employment opportunities.

- Increase the number of successful companies in technology based industries especially those supporting the major national industries.

- Development of the high-value-added industries.

- Creation of development funds from the operating surpluses to

provide for the future growth of the Park.

- Help in the establishment of joint research projects between the

members of the park

- Providing a forum for meetings and contacts between various

researchers, technical specialists, and university professors.

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11752326 - Bui Van Doanh

Hoalac Hi-tech park

HHTPMB

Manage

DanangHi-tech park

DHTPMB

Manage

Saigon Hi-tech park

SHTPMB

Manage

(*) HHTPMB: Hoalac hi-tech park Management Board

DHTPMB: Danang hi-tech park Management Board

SHTPMB: Saigon hi-tech park Management Board

Hi-tech parks in Vietnam

Danang Hi-tech Park Management Board

- Being established according to Decision 1980/QD –TTg dated 28th October 2010 by Prime Minister

- Function: Government Authority for DHTP

- Mission:

+ Set up orientating plan and development strategy for DHTP;

+ Manage and organize plan implementation;

+ Manage investment, construction and using of the infrastructure in DHTP;

+ Manage land use in DHTP;

+ Manage investment projects, support and promote investment;

+ Manage, protect natural resources and environment; ensure sustainable

development ;

+ Manage labour, residents and security in DHTP;

+ Cooperate with foreign investors;

+ Carry out inspections for businesses in DHTP.

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DANANG PEOPLE’S COMMITTEE

DHTP MANAGEMENT BOARD

OFFICE

PLANNING INVESTMENT

CONS-ENTERPRISE AND LABOUR MANAGEMENT

TECHNOLOGY RESEARCH, APPLICATION AND DEVELOPMENT

HI-TECH PARK CONSTRUC -TION INVESTMENT PROJECT MANAGE -MENT UNIT

DHTP’S ORGANIZATION CHART

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- The construction and development of Danang Hi-Tech Park is successful

as other Hi-Tech parks in Asia or not require Danang Hi-Tech Park Management Board to have policies for recruitment and selection the staff working effectively.

- Danang City government has decreed many policies about humance

resource tranning program and talent attraction This is a great advantage for the talent recruitment and selection in Danang Hi-Tech Park Management Board.

- At present, number of staffs who are employed to work at the Danang Tech Park Management Board more than 50 people, not enough to cover the actual needs In the future, it is necessary to recruit more than 100 people.

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1.2 Research Motive:

- Danang's objectives from 2010-2015 are: develop a high-tech industry, an information technology industry, and a high-quality human resource.

- DHTPMB has just been established in 2010, its function is:

government authority for DHTP It is very nessessary to select and recruit high-quality staffs to manage DHTP effectively.

- Talent recruitment and selection is a problem of Danang City government in gerneral and DHTPMB in particular There is no solution yet Therefore, I want to research this topic to find

solutions to DHTPMB at which I am currenly working

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- Based on the results of this findings, I will suggest solutions

to improve the talent recruitment and selection for DHTPMB.

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11752326 - Bui Van Doanh

- The Origins of the concept of HRM was first defined by Bakke (1966) who

wrote that: The general type of activity in any function of management… is to

use resources deffectively for an organizational objective… The function which

is related to the understanding, maintenance, development, effective

employment, and integration of the potential in the resource of ‘people’

- The first detailed statements of the HRM concept was made by the

Michigan school (Fombrun et al, 1984) They further explained that there is a human resource cycle that consists of four generic processes or functions that are performed in all organizations: selection, appraisal, rewards and

development.

- The other pioneers of HRM in the 1980s were the Harvard school of Beer et

al (1984) who developed what Boxall (1992) called the ‘Harvard framework’.

- Today, many pressures are demanding a broader and more comprehensive and strategic perspective with regard to the organization’s human resources.

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- Recruitment is best described as the way

in which an organisation tries to source

or attract the people from whom it will ultimately make selections Recruitment strategies include efforts to reach better pools of candidates and to sell the organisation as an employer of choice.

- Selection is about choosing between job candidates It is about how to make a fair and accurate assessment of the strengths and weaknesses of applicants and how to identify the candidate who is most likely to perform well in the job Roberts, G (1997), Recruitment

and Selection - A Competency Approach, CIPD.

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o Purpose of Recruitment and Selection:

Attract and hire new employees who have the abilities, skills, and

experiences that will help an organization achieve its goals.

o Recruitment is the process of searching for prospective employees

and stimulating them to apply for jobs in the organisation.” Edwin

B.Flippo

o Selection is the process of differentiating between applicants in order

to indentify and hire those with a greater likelihood of success on

the jobs.” Thomas Stone.

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- Employee Recruitment:

According to Michael, A., Armstrong’s Handbook of Human Resource Management Practice, Recruitment is the process of finding and engaging the people the company needs The

recruitment will run through 4 stages:

11752326 - Bui Van Doanh

Components

of a Human Resource Management System

Linkage of recruitment to human resource acquisition

11752326 - Bui Van Doanh

11752326 - Bui Van Doanh

Selection Tools

o The thesis is Qualitative method.

o Face to face interview techniques and semi structure questions will

3.1 The questions for the leaders of DHTP Management Board

* Questions asking about:

- The Danang city government’s policies of attracting talents for Hi-tech park.

- Advantages and disadvantages that the DHTPMB would face to attract talents.

- What they do to recruit and select talent (methods, tools…)

- The solutions from DHTPMB to recruit and select talent in the future.

* Purpose: They are the direct interviewers to recruit and select talent at DHTPMB

The purpose of the interviews is to find out their experiences in the job of

recruiting and selecting talents, the advantages and disadvantages, etc

* Method of execution

- Size: 03 people

- Method of collection: Interview face to face.

* Estimated time of completion: November, 2012

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3.2 The questions for the head of departments of the DHTPMB, head of Danang high-tech park construction investment project management unit.

* Questions asking about:

- How they evaluate the job of talent recruitment and selection at DHTPMB.

- Which the methods and tools being used to recruit and select at DHTPMB

- How they evaluate their staff (education levels, soft skills, competencies, etc.)

- Suggest improvement of the more effectiveness of talent recruitment and

selection at DHTPMT

* Purpose: They are the direct managers of staff at DHTPMB They can provide

important insights about employee quality, talent recruitment and selection at

DHTPMB and suggest solutions to improve.

* Method of execution:

- Size: 05 people /- Method of collection: Interview face to face.

* Estimated time of completion : November, 2012

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3.4 The questions for the staffs

* Questions asking about:

- Their thinking about methods of talent recruitment and selection of DHTPMB.

- Level of satisfaction on their work (salary, bonus, training programmes…)

- Suggestions for DHTPMB in methods of talent recruitment and selection.

* Purpose: It is indispensable to ask this group because they are curently employed

at DHTPMB This interview will help to understand how good these people

evaluate the job of selecting talents at DHTPMT, to know about their feeling on existing policies and to seek their comments to increase their satisfaction in the job

* Method of execution:

- Size: 10 people

- Method of collection: Interview face to face.

* Estimated time of completion: November, 2012

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* Interview Plan

- The interview will take about one hour at the appropriate time

The interviewees can be notified the time in advance to arrange

interview time

- The contents of the interviews will be prepared before.

- The question will be asked directly by one-on-one interview

- Taking note will be used to record the respondents.

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4.1 Expected Results and Contributions:

- The interviewees would provide information about current status of talent recruitment and selection at DHTPMB Also they would discern advantages and disadvantages of talent

recruitment and selection at DHTPMB

- This would help me to discover new solutions for my topic.

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4.2 Current Progress and Following Schedule:

2012 Activities and Milestones

Aug • Study Tour to STU/Thesis Proposal Meeting

• Chapter 1 completed (Introduction)

Sep • Chapter 2 completed (Literature Review)

• Start to design questions

Oct • Chapter 3 completed (Research Design)

• Finalize the questions, start to interview

Nov • Chapter 4 completed (Research Results)

• Finish the interview and analyze interview’s

result Dec • Chapter 5 completed (Conclusion)

2013 Activities and Milestones

Jan • Full thesis completed and submitted

• Application for thesis oral defense

Feb • Oral defense/examination Mar • Thesis revision

• Thesis finalization

• Advisors’ review and approval/ disapproval of the

• finalized thesis Apr • Graduation procedure

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1 Schon, B., Ian, C W (July 2009) The global “war for talent” Journal of International Management, 273-285.

2 Dawn, E.C., R Douglas T H., Kathy, E K (2010) A Developmental Network & Relational Savvy Approach to Talent Development: A Low-Cost Alternative Science Direct, 39(1), 48-56

3 Mark, L L., Cynthia, A L., Leticia, S A., & Brian, D (2009) Strategic human resource management: The evolution of the field Human Resource Management Review, 64-68

4 Wenchen B., Hongjun, X., & Xi, Y (2012) An Empirical Research on the Correlation between Human Capital and Career Success of Knowledge Workers in Enterprise SciVerse ScienceDirect, 715-725

5 Anthony, M., Ryan, L., Patrick, G., & Jonathan, L (2010) Developing tomorrow’s Evidence of global talent management in multinational enterprises Journal of World Business, 45: 150-160

leaders-6 Walter, G T., Stephen, A S., Jonathan, P D (2010) Exploring talent management in India: The neglected role of intrinsic rewards Journal of World Business, 45: 109-121

7 Jeffrey, P (2001) Fighting the war for talent is Hazardous to your organization’s health Organizational Dynamics, 29(4), 248 –259

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